Grow Good

Anne Oudersluys
  • 4.7 (15)
  • Marketing

Grow Good tells the story of purpose-driven leaders who grow their businesses while staying true to mission and values. Hosted by growth and brand strategist Anne Oudersluys, each episode features candid conversations with CEOs and founders about real decisions they make and how they operate across strategy, product, marketing, people, and scale. This show provides practical, thoughtful insight for leaders who want to grow with intention.

  1. 6h ago

    Growing Big, Reluctantly: Lessons from Hog Island Oyster Co. | John Finger, Founder and CEO of Hog Island Oyster Company

    John Finger, co-founder and CEO of Hog Island Oyster Company, never set out to build one of America's best-known oyster businesses. He simply wanted to grow exceptional oysters. More than 40 years later, his company spans multiple farms, restaurants, a hatchery, wholesale distribution, and direct-to-consumer sales—but every stage of growth has been guided by one question: Does this make us stronger? In this conversation, John shares why he deliberately slowed growth to protect culture, how refusing to compromise on quality built long-term brand trust, and why investments like vertical integration and selective breeding are strategic insurance, not profit centers. It's a practical case study in building a resilient company where values aren't marketing claims but operational decisions. What You'll Learn Why Hog Island evaluates growth based on strength rather than sizeThe hidden risks of growing faster than your people and systems can supportHow saying "no" to selling lower-quality products strengthened the brandWhy scarcity can become a competitive advantage when driven by qualityThe branding decision that helped Hog Island stand apart from commodity producersHow vertical integration became a resilience strategy instead of a growth strategyWhy John considers his hatchery an insurance policy rather than a revenue centerHow sustainability influences sourcing decisions—even when it limits menu optionsThe importance of codifying company values before scalingWhy long-term supplier relationships create stronger businesses than aggressive negotiationsHow storytelling helps customers understand—and value—the decisions behind the productTimestamps 00:00 – Introducing Hog Island Oyster Company and "reluctant growth" 04:00 – From a five-acre oyster farm to a national brand 07:40 – Creating a framework for deciding which growth opportunities to pursue 10:20 – Why refusing to sell lower-quality oysters built customer trust 12:30 – Building a premium brand without traditional marketing 17:30 – Vertical integration as a long-term resilience strategy 23:00 – Protecting company culture while growing the business 26:20 – "We don't grow to be bigger. We grow to be stronger." 29:20 – Navigating the real tradeoffs between profitability and sustainability 33:20 – Creating sourcing standards that reflect company values 39:20 – Why storytelling strengthens brand value 44:45 – John's advice for founders balancing growth with their values Resources & Links Learn More about Hog Island Oyster Co: Hog Island Oyster CompanyJohn Finger Connect with Anne Oudersluys and Core Impact: Core Impact StrategyAnne Oudersluys Core Impact Strategy Newsletter

  2. Jul 22

    MadTree's Long Play: Building for Decades, Not Quarters: Rhiannon Howeler, Madtree CEO and Brady Duncan, Madtree Co-Founder

    EPISODE SUMMARY Brady Duncan, co-founder of MadTree Brewing, and newly appointed CEO Rhiannon Hoeweler unpack how the company evolved from a local craft brewery into a broader hospitality platform with restaurants, family-focused experiences, and a canned cocktail brand. At the center of the conversation is a question many growth-stage companies face: how do you scale without diluting what made the business meaningful in the first place? Brady and Rhiannon explain how MadTree uses long-term goals to guide decisions, why they became more disciplined about what they say no to, and how purpose became embedded into the company’s operating systems — from hiring and incentives to capital allocation and expansion strategy. They also discuss the operational realities behind sustainability initiatives, the risks they took entering hospitality, and why they believe stability matters more than growth for growth’s sake. KEY INSIGHTS Why MadTree shifted from a distribution-first brewery model into hospitality and destination spacesHow 10-year goals became a decision-making filter for growth, hiring, and investmentThe operational tradeoffs behind protecting sustainability initiatives during cash constraintsWhy the company narrowed its community impact focus instead of supporting every causeHow MadTree uses incentives and accountability systems to reinforce company values internallyThe decision to retract geographically and “win locally” before expanding againWhy opening a standalone restaurant felt strategically risky — but aligned with the long-term visionHow partnerships became a core growth lever across community impact and business developmentThe difference between “purpose as messaging” and purpose embedded into operational systemsWhat Brady learned from waiting too long to formalize the company’s vision and purposeWhy the company now prioritizes operational stability and efficiency alongside revenue growthHow MadTree thinks about expansion differently now that it can replicate existing concepts instead of reinventing each new locationTIMESTAMPS 00:00 – MadTree’s evolution beyond craft beer02:02 – Why MadTree hired its first CEO from impact leadership04:40 – The original vision behind MadTree07:15 – How the company rethought hospitality and customer experience09:05 – Connecting people to nature and each other14:10 – Balancing profitability with sustainability commitments16:30 – Protecting composting despite financial pressure18:00 – Why MadTree became more disciplined about saying no22:00 – Using 10-year goals to guide decisions25:05 – Major inflection points in MadTree’s growth28:45 – Launching Sway and expanding beyond beer31:35 – How MadTree evaluates new growth opportunities34:40 – Embedding purpose into hiring, incentives, and operations38:30 – Advice for founders building purpose-driven companies RESOURCES & LINKS MadTree BrewingMadTree LinkedInSway CocktailsAlcove by MadTreeCore Impact StrategyAnne Oudersluys LinkedIn Core Impact Newsletter Email Anne - anne@coreimpactstrategy.com

  3. Jul 8

    The Strategy Behind Method's Rise--Design First, Sustainability Second: Alastair Dorward, former Method CEO

    Alastair Dorward is a longtime consumer brand leader and former CEO of Method and Dropps. This episode explores Alastair's strategy for building challenger brands from one of the industry’s most experienced operators. We dive into sustainability, innovation, and the future of brand discovery in the AI era. Alastair shares the story behind Method’s rise from startup to one of the fastest-growing consumer brands in the country, including the unconventional path that helped land its breakthrough partnership with Target. He reflects on the tension between growth and profitability, lessons learned from scaling too broadly, and why mission-driven brands must still build strong economic foundations. Alastair explains how to evolve a brand's sustainability message over time so that it enhances brand perception to grow sales, and his approach to using “category arbitrage” to gather ideas for a brand innovation strategy.  Whether you’re building a purpose-driven business, scaling a challenger brand, or thinking about the future of consumer products, this episode is packed with practical insight and candid reflections. You Will Learn:  The difference between challenger brands and mission-driven brands  How Method identified unmet consumer needs in household cleaning  Why design became Method’s first growth lever  The story behind Method’s early partnership with Target  Lessons from scaling too quickly into the wrong categories  Why “not every growth dollar is created equally”  How sustainability can drive loyalty but not always pricing power  What brands need to know about AI-driven search and discovery  Why third-party certifications matter more in the AI era  Leadership lessons about hiring, culture, and scaling intentionally TIMESTAMPS 00:00 – Challenger brands vs. mission-driven brands 04:31 – Discovering Cradle to Cradle and circular thinking 08:23 – Why Alastair joined Method 14:28 – The two contradictions behind Method’s positioning 16:04 – Growing Method from $0 to $100M 17:42 – The Target partnership that accelerated growth 21:50 – Getting rejected by Target and then finding a workaround 25:00 – Leading with design before sustainability 28:14 – “Category arbitrage” as an innovation framework 32:28 – Where growth created operational strain 34:34 – The expansion mistakes that hurt margins 39:38 – How Dropps rethought laundry and dish categories 45:10 – Why most consumers won’t pay a “green premium” 47:58 – AI search, certifications, and the future of brand discovery 53:14 – Hiring for values and protecting company culture RESOURCES & LINKS Alastair Dorward LinkedIn MethodDrops Laundry & Dish DetergentNovi ConnectCradle to Cradle: Remaking the Way We Make ThingsCore Impact StrategyAnne Oudersluys LinkedIn Core Impact Newsletter

  4. Jun 17

    Evolving Your Strategy Ahead of the Market: Ross Cully, co-founder of Harvest Group

    How do you anticipate where the market is headed and bring your customers along with you? Ross Cully shares how he has grown Harvest Group through multiple market evolutions, all while staying grounded in the company values. Drawing on his early experience at Procter & Gamble working with Walmart, Ross explains why collaboration, data-sharing, and retailer alignment became foundational to Harvest Group’s operating model. The conversation explores the less visible side of entrepreneurship: resigning their largest client over integrity concerns, intentionally slowing growth to preserve culture, and making early investments in e-commerce long before the market demanded it. Ross also shares how Harvest Group approaches acquisitions through values alignment rather than purely financial logic, why founders often struggle to say no, and how companies can scale without losing connection to their core customer. The episode is a case study in navigating long-term growth while protecting organizational trust, quality, and mission clarity. KEY INSIGHTS What Ross learned inside the historic Procter & Gamble–Walmart partnership about collaboration, retailer relationships, and data sharingWhy emerging brands often underestimate the operational complexity of large retail partnershipsHow Harvest Group identified a gap between traditional broker models and the needs of emerging CPG brandsThe decision to resign their largest client over integrity concerns — despite the real possibility of jeopardizing the businessWhy Ross believes values only become “real” when they cost you somethingHow Harvest Group invested in e-commerce capabilities years before omnichannel became mainstreamThe tension between innovating early and confusing the market with messaging that feels “too different”Why founders struggle to say no — and how Harvest developed a rubric for evaluating expansion opportunitiesHow rapid growth exposed cultural weaknesses and led the company to intentionally slow expansionThe operational challenge of preserving relationship-driven culture as a company scales toward 500 employeesHow Harvest approaches M&A through cultural and values alignment instead of purely financial criteriaWhy maintaining a direct relationship with the end customer is still one of the biggest strategic advantages for brands todayTIMESTAMPS  01:48 – Ross’s background at P&G and Walmart 03:30 – What emerging brands misunderstand about retail partnerships 05:23 – Defining Harvest Group’s mission, vision, and values 07:53 – Resigning their largest client over integrity concerns 09:34 – How leadership wrestled with the decision internally 11:02 – Strategic pivots over 20 years of growth 14:11 – Investing in e-commerce before the market was ready 18:24 – Learning to say no as a founder 22:02 – The challenge of differentiating the company’s story 27:06 – Why Harvest intentionally slowed growth 28:24 – A values-based approach to acquisitions 32:18 –  What brands need to win in retail today 36:02 – The reality of entrepreneurship behind the scenes 38:32 – Ross’s advice for growing without compromising values RESOURCES & LINKS Ross Cully LinkedInHarvest GroupCore Impact StrategyAnne Oudersluys LinkedIn Core Impact Newsletter

  5. Jun 3

    Building a Brand for the Next Generation: Molly Vollmer and Katherine Jarnigo, co-CEOs of Kirk's Soap

    Molly Vollmer and Katherine Jarnigo are co-CEOs of Kirk's Family of Natural Brands, the parent company behind The Grandpa Soap Company and SOF and Kirk's. They join Grow Good to discuss what it takes to modernize legacy consumer brands without compromising what made them trusted in the first place. The conversation explores the operational realities of values-driven growth: resisting fad ingredients, managing commodity shocks, navigating retailer expectations, and building differentiated brands in an increasingly crowded natural products category. Molly and Katherine share how they think about stewardship versus short-term optimization, why they refused to dilute Kirk’s coconut oil formula despite severe margin pressure, and how they use consumer clarity, packaging, sustainability investments, and strategic restraint to keep century-old brands relevant for the next generation. It’s a candid look at long-term brand building, disciplined leadership, and the systems required to scale without losing trust. KEY INSIGHTS Why they rejected trend-driven product innovation that didn’t align with brand identityThe decision to absorb major coconut oil cost increases instead of reformulating productsHow they differentiate three soap brands without cannibalizing shelf space or consumersWhy “natural” only matters if brands can substantiate claims with third-party verificationThe operational tradeoffs behind investing early in 100% post-consumer recycled packagingHow legacy brands stay relevant without abandoning their core positioningThe role transparency played when communicating price increases to retailers and consumersWhy they view family ownership as an advantage for making long-term decisionsHow quarterly brand reviews help maintain strategic clarity across multiple consumer segmentsThe tension between efficiency and maintaining distinct brand identitiesWhat they learned from failed innovation launches tied to short-term ingredient trendsWhy leaders eventually need to “get out of the weeds” to lead strategically TIMESTAMPS  01:55 – Stewarding brands with 100+ year histories 02:54 – Innovation guardrails for legacy brands 03:53 – Lessons from chasing trend ingredients 04:59 – Learning the business from the ground up 07:12 – Identifying growth opportunities in natural products 10:38 – Differentiating three brands without cannibalization 14:49 – Managing innovation across distinct consumer segments 18:27 – Aligning philanthropy with brand strategy 23:44 – The coconut oil pricing crisis and margin pressure 26:30 – Why they refused to dilute the Kirk’s formula 31:04 – Communicating value in seconds at shelf 39:18 – Operating as sisters and co-CEOs 43:21 – Advice for founders balancing growth and values  RESOURCES & LINKS Molly Vollmer LinkedIn Katherine Jaringo LinkedIn Kirk's Soap The Grandpa Soap CompanySouth of France Body CareCore Impact StrategyAnne Oudersluys LinkedIn Core Impact Newsletter

  6. May 20

    Using Purpose to Build a Superior Product: Carina Hamel, Co-Founder of Bivo

    Carina Hamel, co-founder of Bivo, joins Anne Oudersluys to share the story behind launching a stainless steel water bottle. What began as a frustration with plastic water bottles became a case study in disciplined product innovation, values-driven growth, and long-term brand building. After years of working in footwear product development, Carina and her husband saw an overlooked opportunity in cycling: athletes were still drinking from plastic bottles because no viable metal alternative existed. But solving the problem required more than sustainability claims. Bivo had to not only match, but actually outperform plastic, on performance and customer experience.  The conversation explores how Bivo approached customer adoption, why the company rejected traditional venture growth expectations, and how they think about sustainability beyond marketing language. Carina also explains why the company intentionally limits product launches, invests heavily in community participation, and uses higher voluntary testing standards to push manufacturing practices beyond minimum compliance. KEY INSIGHTS Why Bivo believed a metal cycling bottle category should exist — despite widespread skepticism about weight and usabilityHow the company translated a technical product spec into a consumer-friendly message: “six tablespoons heavier”The fluid dynamics breakthrough that allowed a metal bottle to pour faster than a squeezable plastic bottleWhy direct customer interaction became essential for overcoming category resistanceWhat Carina learned watching founders lose control of their companies after taking VC fundingHow Bivo evaluates investors based on value alignment, not just capital availabilityWhy limited financial resources forced the company to become more disciplined about executionThe operational philosophy behind “doing the maximum” instead of merely meeting regulatory minimumsHow voluntary European chemical testing standards shaped Bivo’s manufacturing decisionsWhy Bivo refuses to use lead-sealed insulation beads even though many competitors still doThe reasoning behind launching only four bottles in five years instead of pursuing constant product churnHow Bivo treats community-building as participation and contribution — not a marketing acquisition tacticWhy the company focuses on continuously improving existing products instead of chasing noveltyHow sustainability became a pathway to superior product performance, not just a consumer value statementThe founder dynamic between instinct-driven decision-making and operational analysisTIMESTAMPS  01:52 – From footwear design to founding Bivo 03:18 – Identifying the market gap in cycling bottles 04:36 – Solving the weight objection 06:50 – The “six tablespoons heavier” positioning insight 07:52 – Engineering a non-squeezable performance bottle 10:38 – Rejecting VC-driven growth pressure 12:01 – Walking away from misaligned investors 15:16 – Going beyond minimum safety standards 16:48 – Why Bivo eliminated lead from insulated bottles 25:00 – Rejecting the “launch more products” playbook 27:30 – Participating in community instead of manufacturing one 33:34 – Balancing founder intuition with customer data 36:18 – Continuous sustainability improvements in manufacturing 39:38 – Turning sustainability into a performance advantage 42:26 – Carina’s advice for values-driven founders RESOURCES & LINKS Carina Hamel Bivo WebsiteBivo InstagramConnect with Anne Oudersluys and learn about creating a marketing strategy that delivers business growth.  Work with Anne:  Core Impact Strategy Contact Anne: anne@coreimpactstrategy.comAnne's LinkedIn -  LinkedInAnne's Newsletter - Core Impact Newsletter - Get monthly in-depth articles about marketing and growth strategy for purpose-driven brands

  7. May 6

    Community as a Growth Strategy: Lara Dickinson, Co-Founder of One Step Closer

    What does growth look like when the standard playbook no longer works? In this episode of Grow Good, Anne Oudersluys sits down with Lara Dickinson, co-founder of One Step Closer (OSC), to discuss how founders can grow profitable businesses without sacrificing mission, values, or long-term resilience. Drawing from decades in the natural products industry, Lara explains why many traditional paths to scale—venture funding, acquisition, or bootstrapping alone—often create hidden costs. She shares how OSC was built as an alternative model: a peer network where purpose-driven CEOs collaborate on shared business challenges, tackle industry-wide problems like packaging and climate, and build trust as a competitive advantage. They also explore why brand is created through lived experience, not just messaging; how regenerative thinking can improve decision-making; why multi-generational businesses may be today’s most overlooked innovators; and how founders should sequence purpose initiatives as they scale. A practical conversation for leaders trying to grow responsibly in complex markets. WHAT YOU’LL LEARN Why many founders feel trapped between bad growth options: raise capital, sell, or struggle aloneHow CEO peer communities can accelerate better decisions and reduce isolationWhy trust inside a business network creates real operating leverageThe shared challenges purpose-led companies face beyond direct competitionHow OSC turned collaboration into action through packaging and climate initiativesWhat “regenerative thinking” means in practical business termsWhy the best strategic decisions often begin by returning to a company’s founding essenceHow brand is shaped through experience, relationships, and consistency—not slogansWhy multi-generational companies may be better positioned for today’s volatilityHow founders should sequence impact goals instead of trying to do everything at onceWhy focus matters equally in growth strategy and purpose strategyHow long-term stakeholder relationships create resilience during uncertaintyTIMESTAMPS 00:00 – Welcome + Lara’s background02:05 – Why traditional growth paths fall short for mission-led founders 04:35 – Founding One Step Closer05:30 – Early challenges + why collaboration was needed 06:50 – Why competitors choose collaboration over competition 09:40 – Regenerative thinking explained simply12:10 – Who regenerative thinking is for 15:20 – Applying systems thinking in practice18:45 – Building communities that create real outcomes24:50 – The “sanctuary” concept + trust-building environments 31:20 – Why experience—not messaging—is the real brand 36:30 – Multi-generational companies as innovators 39:00 – Managing the tension between growth and purpose 39:40 – What the Purpose Pledge is 42:00 – Sequencing impact + why focus matters 44:05 – Packaging progress + realistic sustainability decisions 47:55 – Lara’s advice for founders growing with integrity  RESOURCES & LINKS One Step CloserLara Dickinson LinkedInPurpose PledgeCore Impact StrategyAnne Oudersluys LinkedIn Core Impact Newsletter

  8. Apr 22

    Culture Is Built in Small Moments: Kirsten Moorefield, co-founder of Cloverleaf

    Kirsten, co-founder of Cloverleaf, breaks down how a simple belief—that work should be meaningful—shapes everything from hiring to product design. Cloverleaf was built to solve a specific gap: personality assessments create awareness, but rarely change behavior. Their AI coach brings that insight into daily work, helping people navigate feedback, conflict, and team dynamics in real time. At the core is a focus on self-awareness as the foundation for how people work together. The conversation goes beyond product into operating decisions. Kirsten explains why they hire for belief alignment—not just values—how culture is built through small, repeated interactions, and how systems like Bonusly reinforce those behaviors. She also shares the harder tradeoffs: building an AI category before the market was ready, resisting easier paths to revenue, and navigating layoffs while maintaining trust. This is a case study in designing a company where beliefs show up in how work actually happens. What You’ll Learn 00:46 – How Cloverleaf turns personality insight into daily behavior changeWhy most assessments fail in practice—and how real-time coaching helps people navigate feedback, conflict, and team dynamics. 03:16 – Why self-awareness is the foundation for better teamsHow understanding your own tendencies—and others’—reduces friction and improves how work actually gets done. 06:55 – Why culture is built in small moments—not values on a wallHow everyday interactions (meetings, 1:1s, feedback) shape psychological safety and team performance. 08:30 – Work as a gift: the belief driving how Kirsten leadsHow viewing work as meaningful—not a slog—changes expectations, energy, and how people show up. 11:08 – Why you can’t train people to careWhat breaks when you hire for skills alone—and why belief alignment matters more than “values fit.” 14:30 – How to hire for belief alignmentThe interview approach Cloverleaf uses to identify whether candidates already live the values. 16:42 – How to turn values into repeatable behaviorHow systems like Bonusly make values visible, measurable, and reinforced across the company. 26:35 – Mission vs. market reality in a venture-backed companyThe tension between building what’s right for users vs. what’s easiest to sell to buyers. 28:45 – What layoffs reveal about culture and trustHow two rounds of layoffs impacted employee perception—and how leadership responded with transparency.32:15 – How leaders create psychological safety in practiceWhy inviting dissent, asking for opposing views, and allowing anonymous questions changes team dynamics. 34:38 – Why mission doesn’t always belong in your marketingWhen leading with purpose confuses buyers—and why clarity on what you do comes first.35:32 – The cost of being early to a categoryWhat it took to build an AI coaching product before the market understood it—and why they stayed the course. 42:42 – AI that serves human relationships—not replaces themWhy Cloverleaf rejects AI as a substitute for human coaching—and where it actually adds value.46:15 – The role of resilience in mission-driven growthWhy staying committed to a long-term vision requires personal discipline, not just strategy. Resources & Links Kirsten Moorefield – LinkedInCloverleafBonusly Anne Oudersluys:  Core Impact Strategy Anne's LinkedIn -  LinkedInAnne's Newsletter - Core Impact Newsletter - Get monthly in-depth articles about marketing and growth strategy for purpose-driven brands

See All (14)

Trailer

4.7
out of 5
15 Ratings

About

Grow Good tells the story of purpose-driven leaders who grow their businesses while staying true to mission and values. Hosted by growth and brand strategist Anne Oudersluys, each episode features candid conversations with CEOs and founders about real decisions they make and how they operate across strategy, product, marketing, people, and scale. This show provides practical, thoughtful insight for leaders who want to grow with intention.

Information

  • Creator
    Anne Oudersluys
  • Years Active
    2026
  • Episodes
    14
  • Rating
    Explicit
  • Copyright
    © 2026 Core Impact
  • Show Website
    Grow Good

You Might Also Like